It is quite common to view military leadership through a much broader lens and ascribe its characteristics and principles to business.  It’s also a good idea; it seems to work. 

The “missions” of business are not dissimilar from the military…defining the purpose, describing the necessary tasks, designing the organization, building the team, and achieving open and precise communications.  The risks are similar as well.  Sadly but inevitably, soldiers may die in combat and their units may suffer loss; nothing in life is more tragic or permanent.  Similarly, a business may fail and drag its employees down with it.  Certainly, this does not place anyone at physical risk, but a negative outcome in business is personally damaging and the effects lasting. 

The art of war has been practiced and studied for millennia.  Not unlike other theoretical fields of study or practical professions, the art of war is rooted in a doctrine, a set of principles. 

The Principles of War, codified by Carl Von Clausewitz, a Prussian who fought in the Russian Army in the early 19^th century against Napoleon, guides our study of warfare and military leadership in war today.  By comparison, Peter Drucker, the brilliant and prolific (over 25 books) author who studied and established the guiding principles of business, shares many of Clausewitz’s views. 

What Clausewitz did for the study of war, Drucker did for business.  Military and business leadership arguably are two sides of the same coin.    

There are nine Principles of War.  They are objective, offensive, mass, economy of force, maneuver, unity of command, security, surprise, and simplicity.  Below is a brief description and a crosswalk of each principle of war to business; it’s not surprising to see the similarities and overlap.  

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Key Learnings:

There are Nine Principles of War that, when applied properly to leadership, successful outcomes are more likely -- and the organization will evolve to one that knows its people, promotes their welfare, develops leadership, demands openness in communications, educates its members, and grows together.

1. Objective - clear and decisive statement of purpose.
2. Offensive - demands disruption. Be the first to market. 
3. Mass - Take your pulse routinely but don’t over analyze what and how you’re doing.
4. Economy of Force - focus on what supports and advances the core delivery and get behind that effort with every resource. Be mindful of exposure that this priority effort requires.
5. Maneuver - If you’re stagnant you’re irrelevant/dead. Stay focused on the core of your business and invest to new markets/revenue channels. Have a plan.
6. Unity of Command - clearly establish the authority and responsibility lines at the beginning. Remove all doubt of who’s in charge.
7. Security - monitor the environment (inside and outside) for a greater understanding of the market environment and competitors.
8. Surprise - stroke at a time, place, and manner that competitors are unprepared for. 
9. Simplicity - prepare clear, uncomplicated plans and concise orders. Keep It Simple Silly. Among competing hypotheses, the one with the fewest assumptions should be selected.

Leadership = purpose + direction + motivation